Initial steps in extending crisis communication theory towards social media crisis dialogue: revisiting situational crisis communication framework

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dc.contributorAalto Universityen
dc.contributorAalto-yliopistofi
dc.contributor.authorLaisi, Suvi 
dc.contributor.departmentDepartment of Management and International Businessen
dc.contributor.departmentJohtamisen ja kansainvälisen liiketoiminnan laitosfi
dc.contributor.schoolKauppakorkeakoulufi
dc.contributor.schoolSchool of Businessen
dc.date.accessioned2013-08-13T06:51:12Z
dc.date.available2013-08-13T06:51:12Z
dc.date.dateaccepted2013-06-10 
dc.date.issued2013 
dc.description.abstractResearch Summary The main focus of this research is on the study of stakeholders' naturally occurring reactions to corporate crisis and crisis communication. The literature review aimed to combine situational crisis communication framework (SCCT) with the strategic public relations management theory to establish an idea of strategic two-way crisis communication. The case study evidence is drawn from the Toyota USA Facebook site in relation to the Toyota recall crisis in 2009-2011 and studied with content analysis. Objectives of the study The objective of this study is to integrate the study of online stakeholder reactions to the study of the SCCT framework, and consequently take initial steps in extending SCCT towards social media application. This research studies four research questions: 1) How are evaluations of Toyota's reputation by highly involved stakeholders connected to the crisis communication strategies by Toyota on its Facebook site?, 2) How are the crisis communication strategies used by Toyota in relation to the SCCT framework?, 3) How do highly involved stakeholders attribute blame for the recall crisis?, and 4) How do highly involved consumers evaluate different dimensions of Toyota's reputation?. Conclusions The actual crisis related reactions by the fans of the Toyota USA Facebook site were found to differ from the predictions of SCCT in terms of stakeholders' acceptance of Toyota's victim communication strategy, blame attributions and evaluations of Toyota's reputation. The results of this study confirm the need for more complex crisis communication theories that include evaluation of actual stakeholder reactions in planning and adapting the crisis response.en
dc.ethesisid13284 
dc.format.extent154 
dc.identifier.urihttps://aaltodoc.aalto.fi/handle/123456789/10843
dc.identifier.urnURN:NBN:fi:aalto-201308147591
dc.language.isoenen
dc.locationP1 I
dc.programme.majorInternational Businessen
dc.programme.majorKansainvälinen liiketoimintafi
dc.subject.heleconkansainväliset yhtiöt 
dc.subject.heleconinternational companies 
dc.subject.heleconyritysviestintä 
dc.subject.heleconbusiness communication 
dc.subject.heleconviestintä 
dc.subject.heleconcommunication 
dc.subject.heleconkriisi 
dc.subject.heleconcrisis 
dc.subject.heleconsosiaalinen media 
dc.subject.heleconsocial media 
dc.subject.heleconverkostot 
dc.subject.heleconnetworks 
dc.subject.heleconarviointi 
dc.subject.heleconevaluation 
dc.subject.heleconautoteollisuus 
dc.subject.heleconcar industry 
dc.subject.keywordcontent analysis 
dc.subject.keywordcorporate crisis 
dc.subject.keywordcrisis communication 
dc.subject.keywordFacebook 
dc.subject.keywordinvolvement 
dc.subject.keywordproduct recall 
dc.subject.keywordsituational crisis communication theory 
dc.subject.keywordToyota 
dc.titleInitial steps in extending crisis communication theory towards social media crisis dialogue: revisiting situational crisis communication frameworken
dc.typeG2 Pro gradu, diplomityöfi
dc.type.dcmitypetexten
dc.type.ontasotMaster's thesisen
dc.type.ontasotPro gradu tutkielmafi
local.aalto.idthes13284
local.aalto.openaccessno
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